The work environment is vital for every small or large company due to the level of probable efficiency of employees and the mutual feedback in professional relationships between dominant and subordinates. The state of physical and moral well-being is a factor that afterward can define the potential results and their aftermath for the prosperity and success of a corporation. External effects on workplace health and safety are versatile and concern many factors within the workspace in this or that workplace.
Bohlander and Snell, in their book, estimate the efficient side of the issue by means of planning and stimulating the personnel, for example, with “variable pay programs” as an instrument of appreciation. Inspiring stimuli are the core elements when designing the structure and methods of better hierarchal relationships:
Incentive pay programs establish a performance “threshold” (a baseline performance level) that an employee or group of employees must reach in order to qualify for incentive payments. According to one compensation manager, “The performance threshold is the minimum level an employee must reach in order to qualify for variable pay.” (Bohlander & Snell 436)
Such measures will definitely influence the emotional state of employees because of direct requirements and background for motivation. Such attempts of human resource departments in various companies would prevent the lack of the will to compete. Moreover, the perfect plans in structuring and motivating the staff according to the layers of it and their desires, which usually concern wage increment, can lead to the fact that clears up the reasons for such programs and the steps with which it can be maintained: “Everyone needs to know what the goals are and what the rewards are for achieving those goals.” (Bohlander & Snell 436)
The employers expect, as it can be made out, the follow-up from the employees to analyze the productivity level of each within the personnel. The employers face the reality of convincing amounts of money when providing the programs supporting employees’ benefits, for they “represent approximately 42 percent of total payroll costs to employers.” (Bohlander & Snell 470) The ubiquitous use of media in society is too important while promoting healthcare standards for the employees due to the convenient way of sharing information about various changes in bonus programs for the staff. As the above-mentioned authors of the book claim: “The web puts benefits information right in the hands of the people who need it. Employees want to track their claims, review their current coverage levels, and compare their options. They want to take responsibility for their health plan.” (Bohlander & Snell 471)
Looking at the amounts of money which employers spend on several incentive programs, it is reasonable to admit that their expenditures would be rather higher when not determining healthcare instructions and rules for employees. That is why the management team should look after the execution of employees’ standards for safety in the workplace, not to have physical or emotional hazards, which can cost a pretty penny for a company.
Thus, administrations of more or less influential companies should follow the instructions of healthcare safety by means of better motivation under rather good conditions. On the other hand, the interaction between employer and employees should consider the further positive outcome. The balance of financial aid in a company depends then on how this company implemented the standards and rules for physical and emotional encouragement.
Bohlander, G. W., & Snell, S. A., (2007). Managing human resources (14th ed.). Florence, KY: Thomson Learning Higher Education.
Franklyn, Ricky. (2008). International Staffing: Abroad Challenges for a Human Resource Manager. Web.